![]() “When you can get to that level of detail, you can get much more targeted in your recruitment, in your internal mobility of talent, and applying the right talent to the right tasks and projects, and thereby also accelerate business performance.” 4 Organizations are moving toward a new approach Ultimately, Hull sees siloed departments breaking down in the future, with a more granular method of viewing employees’ contributions focused on outputs and skills rather than on years with a job title, to understand what each employee brings. 3Explains Patrick Hull, vice president of future of work at Unilever, “We just see that there’s all this opportunity that we can unlock for people that maybe we wouldn’t have been considering because, as with many organizations, we would have been more in our functional silos.” Increasingly, departmental work at Unilever is being divided into projects, tasks, and deliverables. ![]() We call this new operating model for work and the workforce “the skills-based organization.”Īt Unilever, for example, an internal talent marketplace enables skills to fluidly move to projects and tasks across the organization, either as a permanent employee or as a “U-Worker”: a worker who has a guaranteed minimum retainer along with a core set of benefits, and who contracts with Unilever for a series of short-term projects. And by basing people decisions on skills more than jobs, organizations can still have a scalable, manageable, and more equitable way of operating. By decoupling some work from the job-either by atomizing it into projects or tasks, or broadening it so it’s focused on problems to be solved, outcomes to be achieved, or value to be created 2-people can be freed from being defined by their jobs and instead be seen as whole individuals with skills and capabilities that can be fluidly deployed to work matching their interests, as well as to evolving business priorities. 1Īccording to a global Deloitte survey of more than 1,200 professionals, organizations are increasingly experimenting with what they hope is a better way. One company pioneering this move is Unilever: “We’re beginning to think about each role at Unilever as a collection of skills, rather than simply a job title,” explains Anish Singh, head of HR for Unilever in Australia and New Zealand. In response, organizations are moving toward a whole new operating model for work and the workforce that places skills, more than jobs, at the center. So it is well concluded that retail companies should introduce training of employees which will enhance their performance and will help them deliver a better customer service and definitely customers will be satisfied.But confining work to standardized tasks done in a functional job, and then making all decisions about workers based on their job in the organizational hierarchy, hinders some of today’s most critical organizational objectives: organizational agility, growth, and innovation diversity, inclusion, and equity and the ability to offer a positive workforce experience for people. Similarly the results confirmed the moderating role of job autonomy between employee training and customer satisfaction. Also, the results of the study supported the highly significant mediating role of employee performance on the association between employee training and customer satisfaction. From results it was observed that there was a positive association between employee training and customer satisfaction. ![]() In statistical analysis to draw conclusions analytical tools such as reliability, correlation, and regression analysis were used. ![]() Sample consists of 224 employees and data collection was done by the distribution of structured questionnaires through convenience sampling technique. The study was conducted by cross-sectional survey among employees and customers of selected organizations of Rawalpindi and Islamabad cities, respectively. This study focused on proposed hypothetical model to explore the association between employee training and customer satisfaction of retail sector in Pakistan, while observing employee performance in mediating role and job autonomy in moderating role. Article Author: Muhammad Hammad Shah,Muhammad Waseem Shah,Syeda Fareeha Gul Abstract ![]()
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